scholarly journals Do Human Resource Departments Act as Strategic Partners? Strategic Human Capital Management Adoption by County Governments

2013 ◽  
Vol 34 (3) ◽  
pp. 289-301 ◽  
Author(s):  
Willow S. Jacobson ◽  
Jessica E. Sowa ◽  
Kristina T. Lambright
Keyword(s):  
Human Capital ◽  
Human Resource ◽  
Capital Management ◽  
Human Capital Management ◽  
County Governments ◽  
Strategic Human Capital

Evidence Based Strategic Human Capital Management

2014 ◽  
pp. 53-72 ◽  
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Human Capital ◽  
Life Support ◽  
Relevant Literature ◽  
Work Life ◽  
Quality Of Work Life ◽  
Capital Management ◽  
Human Capital Management ◽  
Track Record ◽  
Strategic Human Capital ◽  
Major Transition

The concept of human capital considers people as the most important asset for the growth and sustainability of the organization. Investment in people in the form of training and development, improvement of the quality of work life, support of work life balance, general health improvement, among others, improve the asset value of people. The renewed focus on human resources, naming it as human capital, is a major transition from control to commitment approach, as asset percepts legitimize investment on people for incremental benefits in terms of performance and productivity, which can strengthen the organizations. This study explores the legitimacy of strategic human capital management (HCM), first in the context of theoretical support, through relevant literature review, and then examines it in the context of organizational practices. A large steel manufacturing unit of one public sector enterprise in India (i.e., Durgapur Steel Plant [DSP]) with more than a half-century of existence and a track record of growth has been selected for this purpose. The study tries to understand the degree of fit of strategic HCM practices of the sample organization, and assesses whether such practices really contribute to their sustenance and growth over the last 50 years.

Evidence Based Strategic Human Capital Management

2016 ◽  
pp. 1056-1074
Author(s):  
Dipak Kumar Bhattacharyya
Keyword(s):  
Human Capital ◽  
Life Support ◽  
Relevant Literature ◽  
Work Life ◽  
Quality Of Work Life ◽  
Capital Management ◽  
Human Capital Management ◽  
Track Record ◽  
Strategic Human Capital ◽  
Major Transition

The concept of human capital considers people as the most important asset for the growth and sustainability of the organization. Investment in people in the form of training and development, improvement of the quality of work life, support of work life balance, general health improvement, among others, improve the asset value of people. The renewed focus on human resources, naming it as human capital, is a major transition from control to commitment approach, as asset percepts legitimize investment on people for incremental benefits in terms of performance and productivity, which can strengthen the organizations. This study explores the legitimacy of strategic human capital management (HCM), first in the context of theoretical support, through relevant literature review, and then examines it in the context of organizational practices. A large steel manufacturing unit of one public sector enterprise in India (i.e., Durgapur Steel Plant [DSP]) with more than a half-century of existence and a track record of growth has been selected for this purpose. The study tries to understand the degree of fit of strategic HCM practices of the sample organization, and assesses whether such practices really contribute to their sustenance and growth over the last 50 years.

scholarly journals Relationship between Recruitment Information System and Management of Human Capital: A case of James Finlay Limited, Kenya

2022 ◽  
Vol 5 (1) ◽  
pp. 11-19
Author(s):  
Robert Kiplangat Koech ◽  
Joseph Kirui ◽  
Lydia Langat
Keyword(s):  
Information System ◽  
Human Capital ◽  
Information Systems ◽  
Human Resource ◽  
Simple Random Sampling ◽  
Primary Data ◽  
Technological Advancement ◽  
Capital Management ◽  
Human Capital Management ◽  
Cross Sectional

Technological advancement in the 21st century has unlocked possibilities in all spheres of existence. Lately, with the advent of the Covid-19 pandemic, the workplace has been transformed, and businesses are operating in unchartered waters. A human resource management information system is believed to guarantee a more efficient and effective way of managing human capital in organizations. However, its implementation has not effectively transformed from the manual method of running the human resource functions. Many organizations are, therefore, still stuck with the traditional way of managing human capital. On this basis, this study sought to establish the effectiveness of recruitment information systems in human capital management. The study was anchored on the resource-based theory of the firm and used a cross-sectional research design with a target population of 458 employees. A sample size of 213 respondents was determined while stratified and simple random sampling techniques were adopted to select the respondents for the study. A structured questionnaire was used to obtain primary data from the respondents. The reliability of the questionnaire was tested through a pilot study where an average Cronbach alpha coefficient of 0.89 was obtained. The validity of the questionnaire was ensured by doing a detailed literature review and consultation with subject experts. Descriptive statistics (mean and standard deviation) were used to summarize data, while correlation analysis was used to test the study's hypothesis. Results were presented using tables. The findings established that recruitment information systems had a strong positive relationship (R = 0.873, β1 = 0.518, R2 = 0.762, p = 0.05) with human capital management, indicating that James Finlay Limited should invest more in Recruitment information systems. The study recommended that the company improve the recruitment information system to enhance the job interview process and improve the system to allow efficiency in tracking job applications and appointment processes.

Knowledge Management and the Links to Human Capital Management

2010 ◽  
pp. 221-233
Author(s):  
Marianne Gloet
Keyword(s):  
Human Capital ◽  
Social Justice ◽  
Knowledge Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Organizational Capabilities ◽  
Capital Management ◽  
Human Capital Management ◽  
Leadership And Management ◽  
Management Capabilities

This paper explores various linkages between knowledge management (KM) and human capital management (HCM) in the context of developing leadership and management capabilities to support sustainability. Based on the prevailing literature, a framework linking human resource management (HRM), KM and HCM is applied to the development of leadership and management capabilities to support sustainability. The framework identifies ways to promote sustainability through creating effective links between KM and HCM by which organizations can develop their leadership and management capabilities to support sustainability across business, environmental and social justice contexts. This approach provides managers with a framework for addressing sustainability issues and for developing individual and organizational capabilities to support sustainability through KM and HCM practices.

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